Change (the) Management
New book coming May 2020
Change (the) Management
There’s a reason two-thirds of organizational change initiatives are unsuccessful and an estimated $2 trillion is wasted on change each year: change efforts are largely one-dimensional. Now, Change (the) Management brings a second dimension to the conversation.
In addition to setting rational goals, leaders also must become deeply involved in the change process—not out-sourcing it to others. They must pull their people through the change, reaching them on an emotional level rather than pushing change on their people transaction.
Using both science and well-told stories that illustrate the need for this fundamentally new way of thinking, this book finally speaks straight to leaders to help them re-think how to manage change…and even how to lead every day. Instead of drawing on the work of outside observers, Change (the) Management draws on the author’s decades of experience in-seat as a change champion and senior executive at well-known companies as well as decades of research on the subject of organizational change.
The rough-and-tumble airline industry of the 1990s was a fantastic place for someone to learn how to drive change, and I watched Al Comeaux do it. He’s clearly built on his experience and offers us fresh lessons on change in this helpful new book.
Donald J. Carty
Former Chairman and CEO, American Airlines
Al Comeaux has done a terrific job distilling what we all need to remember when we are in the middle of real cultural change. Having worked alongside him as we designed and implemented Travelocity's Customer Service Guarantee, I know full well what a great thought partner he is.
Former CEO, Travelocity
Unlike most efforts at explaining change, Change (the) Management offers insight from someone who’s lived through, led and learned about change from the inside. From this great book, we get to see our own weaknesses and learn what it will take for us to win at change.
Founder COO Alliance & Author of Meetings Suck
Al Comeaux brings years of experience and one key insight to this great book: To successfully drive institutional change, people not only need to know what to change, but they also have to want to change. How does one create that motivation? Read the book.
President, The Arthur W. Page Society
For anyone looking for self-reflection on your own personal interactions and role in driving major change initiatives involving culture, team, and organizational dynamics, this book is worth the read.
If you read Al’s book and truly apply his lessons, perhaps you can actually lead the change your organization so badly needs in this period of extreme business disruption.
Founder of Travelocity
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